Support performance management processes

Transcription

1 Support performance management processes This book supports BSBHRM403 Support performance management processes in the Business Services Training Package. Alfred Quay, 2015 Author: Alfred Quay ISBN Disclaimer All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, scanning, recording, or any information storage and retrieval system, without permission in writing from copyright owner or Software Publications Pty Ltd. No patent liability is assumed with respect to the use of the information contained herein. While every precaution has been taken in the preparation of this book, the publisher and authors assume no responsibility for errors or omissions. Neither is any liability assumed for damages resulting from the use of the information contained herein. Software Publications Pty Ltd (ABN ) Head office Sydney Unit 3 25 Gibbes Street Chatswood NSW Published and printed in Australia

2 THE AIM OF THIS LEARNER GUIDE The aim of this learner guide is to give you skills and knowledge to successfully complete the assessment in the following unit of competency. BSBHRM403 Support performance management process This unit describes the skills and knowledge required to assist in the effective implementation of a performance management system and to facilitate employee performance. It applies to human resource officers, or people in similar roles, who work under the direction of a human resource manager. No licensing, legislative or certification requirements apply to this unit at the time of publication. Unit Sector Workforce Development Human Resource Management Elements and Performance Criteria Element Elements describe the essential outcomes. 1 Review performance management infrastructure Performance criteria Performance criteria describe the performance needed to demonstrate achievement of the element. 1.1 Ensure all positions have current position descriptions specifying key requirements of the role 1.2 Assist in reviewing the performance management system to ensure it aligns with the strategic direction of the organisation 1.3 Ensure managers have provided reports of performance indicators consistent with the position description requirements 1.4 Check performance appraisal meetings are held in line with organisational timeframes, that correct documentation has been completed, and necessary parties have recorded agreement 1.5 Check appropriate organisational procedures have been followed for acknowledging good performance and addressing under-performance 1.6 Provide advice and support where there is dissention about performance appraisal outcomes Alfred Quay,

3 Element Elements describe the essential outcomes. 2 Promote performance management system 3 Recommend improvements to performance management system in response to collated data Performance criteria Performance criteria describe the performance needed to demonstrate achievement of the element. 2.1 Clarify goals and methods of the performance-management system to employees 2.2 Promote the performance management system to stakeholders 2.3 Arrange or deliver training or instruction on using the performance management system 2.4 Encourage ongoing and regular feedback on personnel performance as well as formal performance appraisals 3.1 Review performance management documentation to establish trends or problem areas requiring attention 3.2 Review patterns in skill or performance gaps and consider requirements and options for performance development 3.3 Assist in revising policies and procedures where necessary 3.4 Suggest improvements to the performance management system Alfred Quay, 2015

4 Foundation Skills This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance. Skill Performance criteria Description Learning 2.3 Actively reinforces learning by instructing and training others Reading , Writing 1.1, 1.4, , 3.1, 3.3, 3.4 Oral communication 1.3, 1.6, , 3.4 Critically evaluates and applies content from a range of structurally complex texts to support performance management processes Develops a range of documentation using tone, structure and language suited to context and audience Asks questions and listens carefully to gather and evaluate information Uses appropriate vocabulary and tone to present ideas, give advice and make suggestions Numeracy 1.4 Makes basic calculations to ensure work output meets predetermined timeframes Navigate the world of work Interact with others 1.2, 1.5, 3.3, , 1.6, , 3.4 Takes personal responsibility for adhering to and updating explicit and implicit organisational policies and procedures Understands how own role meshes with others and contributes to broader work goals Selects and uses appropriate conventions and protocols when communicating with others in a range of work contexts Cooperates with others and contributes to work practices where joint outcomes are expected Recognises behaviours and triggers that contribute to conflict and implements strategies to moderate conflict , , 34 36, 51, 57, 59, 73, 76 78, 88 90, 91 52, 53, 59, 62 34, 48 50, 62, 90, 91 30, 32 88, , 48 34, 49, 52, 92 34, 56, 86 38, 48 Alfred Quay,

5 Skill Performance criteria Description Get the work done 1.1, 1.2, 1.4, 2.3, Takes responsibility for planning, sequencing and prioritising tasks required to achieve required outcomes 21 25, 36 Addresses less predictable problems and initiates standard procedures in response, applying problem-solving processes in determining a solution 48, 73, 86, 91 Contributes to continuous improvement of current work practices by analysing and evaluating outcomes of decisions 10, 21, 51, 74, 91 Assessment for this Unit Assessment for this unit is conducted as continuous assessment. All activities must be completed to a satisfactory level. Assessment Requirements v1.1 Performance Evidence Evidence of the ability to: promote the implementation of the performance management system and analyse its strengths and weaknesses provide advice and information to employees on the benefits of effective performance management, and how it links with performance development 59 63, review the performance management system make recommendations for improvement Knowledge Evidence To complete the unit requirements safely and effectively, the individual must: describe key elements and purposes of performance management processes, and their contribution to organisational objectives and the human resource cycle analyse the strengths and weaknesses of a performance management system 9, 25 26, 26 outline rewards and incentives schemes identify warning systems and grievance procedures. 46, 73 6 Alfred Quay, 2015

6 1.1 Ensure all positions have current position descriptions specifying key requirements of the role As previously explained, there are certain types of supporting documents that must be prepared before the actual performance appraisal process begins. These documents include the job analysis and the position description. All employees and operations managers need to know precisely what the particular job requirements are in addition to the expected performance standards. The need for clear and precise job specifications thus becomes critical, particularly when they are paramount in the appraisal process. The job analysis An essential requirement of any performance management system would relate to the existence of current job analyses and position descriptions. Without them, performance standards would not exist. The job analysis is an investigation into the mechanics or task as part of an overall job, breaking it down mechanically so that its component parts and requirements can be identified, understood and documented. This is an important part of HRM in that all the tasks in the organisation structure need to be analysed in terms of job title, job content and what performance standards and skills are required to complete it successfully. In this way, what each person does in any given position can be broken down and documented. Job analysis is used more in relation to mechanical or technical jobs where tasks to be performed can be dissected into separate distinct parts or processes. Assembling a computer with different component parts and reconditioning an engine are good examples of the value of a job analysis. Function of job analysis The function of job analysis consists of breaking down a job task for the following purposes: Job objective is understood. Fundamental purpose and outcomes are clear. Each task and component is identified and accurately described. Its relationship to other jobs is clarified. Essential requirements of the job are determined. Required standards of performance are detailed. To complete the task successfully, it is important for the analyst to communicate with management and obtain support for the method and technique employed. At the same time, management must advise all employees involved of the purpose of the exercise and set a time for it to be carried out. This will remove any fears they may have. The process should include frequent consultation and affirmation between the job analyst, the work supervisor and the employee to ensure both are happy with the outcome before signing off the document. This participative decision-making process must always be encouraged. However, it must be explained to the employee that the job analysis statement 12 Alfred Quay, 2015

7 (Exhibit 1 on page 17) is not an investigation or evaluation of the person who is performing the job but the recording of the job task itself. It is an objective look at the detailed components of the job and the way the tasks are to be performed. If the objective is not explained to the employee before the commencement of the process, it could cause fear and trepidation in employees and consequently defeat the purpose. The significance of job analysis The significance of job analysis is reflected in the HR planning strategy in identifying the types of jobs as well as their specific nature. The job analysis, once completed, will have many uses and benefits to the organisation in its HR planning and recruitment process. It is an important tool used in the recruiting process. However, some organisations do not have job analysis because it is time consuming and difficult to prepare. Most of the time, it is used for tasks that are mechanical or technical in nature, e.g. assembling an engine or a PC, which requires precision and technical skills. The most significant applications of the job analysis are: Preparation of the position description Training and development programs Position descriptions outline: job objectives content duties responsibilities. They are written statements that assist the managers and employees understand what the job is and how it is to be performed. They may also include pertinent information such as the person specifications. Job analysis details are used to design and implement training and development programs. It defines the knowledge, skills and abilities required to perform the job successfully. This enables HRM to develop practical and realistic training programs. The description of the tasks and responsibilities of the said job are used as a basis for the needs assessment component of training programs. Once this is ascertained, the skills, abilities and knowledge of the incumbent are matched to the requirements of the job and training needs highlighted. A training program is then set up for the incumbent in areas of weakness as well as reinforcement in areas where staff development can be of assistance. Alfred Quay,

8 Job analysis statement Complete this form as accurately as possible. Should you run out of space, provide attachments. Return to Human Resources Department when complete. Your job title Code Date Class title Your name Supervisor s title Supervisor s name What is the general purpose of your job? What was your last job? To what job would you normally expect to be promoted? If you supervise others, list them by name. Department Facility Prepared by Hours worked If you supervise others, tick the activities you perform as supervisor: Hiring Coaching Promoting Induction Counselling Compensating Training Budgeting Disciplining Scheduling Directing Terminating Developing Measuring performance How would you describe the successful completion and results of your work? Other Job duties. Briefly describe what you do, and if possible, how you do it. Indicate those duties you consider to be the most important and/or most difficult. Daily duties Periodic duties (indicate whether weekly, monthly, quarterly, etc.) Duties performed at irregular intervals Signature Date Exhibit 1 Job analysis statement 14 Alfred Quay, 2015

9 Step 4 Evaluate and improve The final step in the planning process involves the evaluation and review of the planning process. Did everything go according to plan? What went wrong? Did everyone understand the objective? Were the strategies practical and implemented well? Was the plan of action carried out successfully? Did we receive full senior management support? This is the stage where a team can be selected to review and determine if all the well laid plans and processes have been developed and put in place. Changes and improvements can then be made to successfully achieve organisational strategies. The importance of strategic planning Strategic planning has become important for managers because it enables them to prepare for and deal with the rapidly changing environment in which their organisations operate. Usually they could establish goals and plans simply by learning from past experiences. In the last few years, several major developments including new technology and changed customer expectations have increased the importance of strategic planning. Today, events are moving too rapidly for experience always to be reliable guide, and managers must develop new strategies suited to their unique problems and opportunities of the future. Management by objectives (MBO) and continuous improvement processes are good examples. Introduction of performance management system Even though it is a challenging task to be undertaken by the management, a formal performance management system can be introduced. Setting specific performance objectives and strategies rather than merely discussing general concerns will assist staff to improve results over the next review period. To ensure performance management system objectives are valid and consistent with organisational objectives, important documentation such as job analysis, position descriptions (as previously explained) must be prepared. They must accurately describe the job tasks to be performed and provide the job expectations which must be used to compare against actual on-the-job performance. An objectives-based, job-centred performance management approach has the best chance of improving individual performance. To be successful, appraisal systems must conform to a number of criteria, the foremost of which is that all jobs require accurate position descriptions and clear performance standards. A number of factors determine whether the outcome of performance appraisal will be positive or negative. The appraisal system must measure both activities and results. Furthermore, it must measure all the results and activities that need to be performed. In addition, the staff members must feel that their performance has a direct influence on their appraisal and vice versa. Managers and supervisors must objectively base appraisal decisions on actual work performance and not personality traits. Alfred Quay,

10 Strengths of performance management system As in many new systems, there are strengths and weaknesses to consider. The strengths of the performance management system are: It represents a comprehensive performance management and appraisal system It is fair and objective and therefore not exposed to personal bias Being formal, it can be better understood and accepted by staff members It is able to provide a systematic and comprehensive review of staff performance It provides a strong motivational factor for staff training, development and improvement It provides an accurate information base for staff careers and promotion planning It promotes and encourages co-operation between management and staff It improves moral and job satisfaction The process is fully documented It satisfies quality policy on continuous improvement. There are many factors in favour of the performance management system. Management and employees have the opportunity to work together to chart performance targets as well as determine each other s needs. It goes a long way towards achieving organisational and individual goals. This process also encourages team building. Weaknesses of performance management system Some perceived weaknesses of the system are: It might not meet organisational objectives It requires forward planning, organisation and proper documentation The system is not cost effective Performance standards and measures can be confusing to employees Employees may not see it as a fair and just evaluation of their performance If performance assessments are not job-based, it can be seen as personal judgement Methods of evaluation can be irrelevant and unfair Managers and supervisors who conduct appraisals can be accused of favouritism Training can be expensive and ineffective The system discourages consultation and employee participation. It is therefore important for senior management to consider these strengths and weaknesses before introducing a performance management system. 26 Alfred Quay, 2015

11 Activity 16 Review questions 1. List and briefly explain the objectives of appraisal interviews It is important to plan for appraisal interviews. Give reasons. Discuss the following statement: Setting the right atmosphere is important if you wish to maximise the outcome of appraisal interviews. Provide examples where necessary. If you were given the task of developing an appraisal interview process for your organisation, what would you do? Your answer should include the following factors: planning and timing schedules communication conducting the interview and recording following up. Submit your completed activity as instructed by your trainer. Activity 17 Case study Chadrick Ling Chadrick has recently been employed as the new manager of a company making plastic toys and has just developed a performance appraisal system for the company. He has to tell the employees about the new system and begins to get nervous as most of the employees have been in the company for a long time and so far, have had things their own way. They hate meetings Why does Chadrick feel nervous about telling the employees about the new appraisal system? What does he have to do before he proceeds? If you were Chadrick, what would you tell the employees to encourage them to accept the new performance appraisal system? Submit your completed activity as instructed by your trainer. Alfred Quay,